User Tools

Site Tools


networks:netspaper

Differences

This shows you the differences between two versions of the page.

Link to this comparison view

networks:netspaper [2017/06/12 10:20]
127.0.0.1 external edit
networks:netspaper [2017/09/04 03:27] (current)
26u8s
Line 108: Line 108:
 >We are approached by a middle manager who feels that SNA could benefit their complex organisation - or we are already working on a job where SNA appears to be useful. >We are approached by a middle manager who feels that SNA could benefit their complex organisation - or we are already working on a job where SNA appears to be useful.
  
->After discussion we are asked to put a proposition to senior management. This contains examples of networks whose performance is impeded by under-resourced but central departments.+> After discussion we are asked to put a proposition to senior management. This contains examples of networks whose performance is impeded by under-resourced but central departments.
  
->Senior management don't like it at all. And who can blame them. The analysis will likely show that they don't have the influence they want (or think they have) or the resources they need. It's a threat.+> Senior management don't like it at all. And who can blame them. The analysis will likely show that they don't have the influence they want (or think they have) or the resources they need. It's a threat.
  
->Because the process is risky, even a committed client can be wary of the work and can be sceptical that the simple one page questionnaire that we use can really suffice. This has been especially problematic in work with health organisations whose culture is evidence based. Although there are sections of the NHS's "​Evidence"​ website devoted to SNA, the method is not well known in_ _health circles. Advocates of SNA's structural rather than numerical approach can be vulnerable to criticism from colleagues and have to feel confident in justifying the method and it's routines. This can lead to over complication in data acquisition so that the method doesn'​t appear simplistic.+> Because the process is risky, even a committed client can be wary of the work and can be sceptical that the simple one page questionnaire that we use can really suffice. This has been especially problematic in work with health organisations whose culture is evidence based. Although there are sections of the NHS's "​Evidence"​ website devoted to SNA, the method is not well known in_ _health circles. Advocates of SNA's structural rather than numerical approach can be vulnerable to criticism from colleagues and have to feel confident in justifying the method and it's routines. This can lead to over complication in data acquisition so that the method doesn'​t appear simplistic.
  
 We were recently asked to map the network of attendees at a national conference. The organisers were enthusiastic. However, senior staff realised that we were about to explore and encourage network links between participants when their own website was incapable of facilitating these. The invitation was withdrawn. We were recently asked to map the network of attendees at a national conference. The organisers were enthusiastic. However, senior staff realised that we were about to explore and encourage network links between participants when their own website was incapable of facilitating these. The invitation was withdrawn.
networks/netspaper.txt ยท Last modified: 2017/09/04 03:27 by 26u8s